Managers

Managers: Hone your skills while setting your team up for success. 

Tips for developing the whole person:

  • Seek opportunities for both formal and informal learning. 
  • Consider experiences that would add to a resume such as awards, milestones, credentials or committee work. 
  • Take inventory of current skills, competencies and strengths; then create a plan for future growth.
  • Keep motivating factors in mind when planning opportunities. Two simple questions to ask are, 鈥淲hat gets you excited to come to work? What drains you?鈥�
developing myself

Are you looking for a leadership program? Visit our Leadership Program page to see our new offerings.  Do you want to focus on one or two skills at a time? Consider these competencies for "leading others" by the Center for Creative Leadership (CCL).

Competencies for Leading Others 

  • Leading Employees: Attracts, motivates, and develops employees
  • Confronting Problem Employees: Acts decisively and with fairness when dealing with problem employees
  • Participative Management: Involves others, listens, and builds commitment
  • Building Collaborative Relationships: Builds productive working relationships with coworkers and external parties
  • Compassion and Sensitivity: Shows genuine interest in others and sensitivity to employees鈥� needs
  • Putting People at Ease: Displays warmth and a good sense of humor
  • Respect for Differences: Values people of different backgrounds, cultures, or demographics

If you'd like to consider more personalized skills that relate to your own strengths, visit our Career Development page for guidance in identifying a path for growth. Once you've identified the skills or competencies you'd like to build, consider everyday learning opportunities in addition to formal training. (See the Development Options in the next section). 

developing others

Visit our Performance Management for Success page for guidance in development-based conversations throughout the year.

Our Career Development page may be helpful for an employee who is considering different interests, skills and planning for the future.  

Have you already identified skills that an employee needs to develop?

DEVELOPMENT OPTIONS: Learn from experiences and people

Consider that a popular learning and development strategy is the 70:20:10 Model for Learning and Development.

  • Taking on real-world, challenging assignments may represent 70% of learning. 
  • Learning from others via shadowing or coaching may represent 20% of learning. 
  • Formal coursework and training may represent 10% of learning.

The Center for Creative Leadership recommendations the following for on the job learning:

learning from experience icons

  • Identify stretch assignments that map to aspirational competencies.
  • Staff for future development, not just past performance. New project? In addition to assigning proven performers, assign new individuals who could grow from the experience.
  • Create new experiences by creatively identifying everyday development opportunities such as job shadowing, teaching others or group membership.
  • Enrich learning from experience by offering reflection assignments or mentoring (even peer mentoring can be valuable).
  • Promote an experience-driven development culture by infusing the above into everyday work life. Recognize that learning is everywhere and does not need to be a separate activity from the job.

 It may also be helpful to review our Networking Opportunities page to identify possible collaborative opportunities.

DEVELOPMENT OPTIONS: Learn from training

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